Customer Service Won't Save Community Banks

Community bankers often argue that customer service is the differentiator between their small institution and the national bank down the street. They hold up the promise of personal, one-on-one engagement with customers as the best weapon in their effort to triumph over big banks' convenient locations and high-tech tools.

But the strategy is not working.

There are a few facts to consider. First, the obvious: Even if large national banks do provide inferior customer service, it's not slowing their growth. The number of small banks – those under $10 billion in assets—declined 24% between 2000 and 2013, according to a report from the Mercatus Center at George Mason University. Almost 2,000 small banks disappeared during that time period. While community banks' share of domestic deposits was nearly cut in half, the five largest national banks more than doubled their market share. The five largest banks now hold 44% of U.S. banking assets and 40% of domestic deposits—up from 23.5% and 19.5%, respectively, in early 2000.

Moreover, while some customers may vow to ditch big banks because of poor customer service, they rarely make good on the threat. Forty-three percent of megabank customers say they are unsatisfied with their institution, according to the 2014 Consumer Banking Insights Study. But 63% of those customers said they had never considered switching to a local community bank or credit union. They stick with their banks despite dissatisfaction because it's simply "too much of a hassle" to change, according to 59% of respondents.

It's also true that customer experience at big banks is getting better. National banks have focused on improving customer service since their reputations took a blow during the most recent financial crisis. And they have been successful. Consumer satisfaction with big banks now sits at an all-time high, according to the J.D. Power 2014 U.S. Retail Banking Satisfaction Study.While big banks have historically trailed small banks in customer satisfaction, the gap between big banks and smaller ones has narrowed each year.

Customer satisfaction among all retail banks is at 785 on a 1,000-point scale, according to the J.D. Power study. Big banks experienced the largest increase in satisfaction, which improved by 23 points to 782. Satisfaction with midsize banks, defined as those with between $33 billion and $2 billion in deposits, improved by only 11 points to 796. The gap between national and smaller institutions is narrower than ever.

Finally, the rising popularity of digital transactions is providing community banks with fewer opportunities to distinguish themselves with superior in-person customer service. Boston Consulting Group estimates that the percentage of sales and transactions conducted at bank offices will decrease from 28% in 2012 to 4% by 2020. In the meantime, consumers are placing increasing importance on online experience and consumer-friendly apps. Sixty percent of smartphone and tablet users say that mobile banking capabilities are now “important” or “extremely important” in their decision to switch institutions, according to the 2013 Mobile Financial Services Tracking Study conducted by AlixPartners. That's the highest level seen since the study was launched. As banks continue rolling out mobile phone deposits and other digital tools, customers will be in less frequent contact with customer service representatives.

Higher-quality customer service may be a viable differentiator between local competitors. But it’s not a winning long-term strategy to prevent national banks from gobbling up smaller competitors. Customers want convenience, instant gratification and products designed for their lifestyle. That’s what community banks need to deliver.

Of course, customer service still matters a lot to customers in some demographics. Baby boomers, for example, fondly remember the days of personal banking relationships. But if that’s community banks' primary market, they'd better hurry: boomers are getting older by the minute.

Kevin B. Tynan is senior vice president for marketing at Liberty Bank for Savings in Chicago. He can be reached at Ktynan@libertybank.com

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Comments (7)

Kevin, your article is spot on. And there aren't a lot of community bankers like yourself who will admit it.

As the branch employee interactions decrease for basic banking functions related to deposit accounts, product becomes more important than ever, especially checking-related mobile and online banking. One banker expressed it as the front door of the branch is now the mobile phone and tablet screen.

Community bankers can rationalize and delude themselves on this customer service principle, but the marketplace and consumers are thinking and acting otherwise.

Posted by mikbran | Thursday, June 05 2014 at 10:11AM ET

Kevin, I couldn't agree more that the hassle factor is a huge issue and community banks are under mounting pressure to compete with the big banks with better technology. However, I'm not sure I understand what you are suggesting the community banks do. If the suggestion is focus on technology (i.e. online, mobile, apps, etc.), then what will differentiate them from the big banks? They can't compete on technology, they can only hope to be at parity. Technology is not a differentiator once everyone has the same thing (which community banks are working at getting up to parity). Curious for your thoughts?

Posted by stevem55 | Thursday, June 05 2014 at 12:27PM ET

Customer service is a fat word that has no meaning. Banks can only differentiate themselves by finding out why their customers choose them and stay with them, then drill down to their true differentiators. For one bank I know, it has been their ability to conduct underwriting quickly due to their connections with site inspectors for construction. Tell that story. Don't say, "we provide good customer service."

The people who are educated and are building their money want advisors, not just an iPad interface. They want convenience, speedy response, and intelligence. Community banks should showcase their deep intelligence and knowledge of customers, especially to customers other than Baby Boomers. And they should do it through their websites so people see it on an iPad or phone. And they should do it in person. I just spoke with the president of a community bank who has grown a new location from zero to $250 million in new lending since 2012. He reached out to me with a personal phone call. I'm already impressed with this bank and the story he shared about it. They have great people, online banking and a blog where I can research topics to my heart's content. This is a bank focused on the future of "customer service."

Posted by Christine Nelson | Thursday, June 05 2014 at 12:45PM ET

I think one key factor is the definition of the community. In a metropolitan area, I think the difference in big bank and community bank is negligible. In a rural community, the differences are much more evident. I believe most big bank growth is due to merger/acquisition and I suspect there is very little actual movement of good customers. Small to moderate size banks are running from compliance regulations and selling out to the big banks, the customer never really moves their account even after an acquisition.

Posted by deborah@aceinthehole | Thursday, June 05 2014 at 2:31PM ET

This article is painfully accurate. Community Banks are ignoring a historic opportunity to recoup market share from the Too Big To Behave Banks by reminding consumers of the fundamental difference between banks that appear to provide similar products and services. That difference is NOT just size. It is philosophy. Community bankers have little interest in driving the local or national economy off a cliff, just to make a buck. But the "Banksters" at the mega-banks did just that. Paraphrasing CapOne ads, "Who do you want holding your wallet?"